Model of Culture for Innovation

Abstract

In the current economic panorama, innovation is considered to be an important source of sustainable competitive advantage. The literature indicates that organizational culture is one of the most important factors in innovation stimulation, given that influencing employee behavior promotes the acceptance of innovation as a fundamental organizational value and employee commitment to it. As such, organizations should concentrate on promoting an innovative culture that permits the institutionalization of innovation, which may occur by way of planned action or by means controlled by leaders or indirect mechanisms, such as structures, procedures, or institutional policy declarations. The importance of an innovative culture model which serves as a basis for cultural transformation emerges therefrom. Previous investigations have addressed innovative culture models focused on cultural traits and/or cultural determinants. The present study offers a holistic innovative culture model that in addition to addressing cultural traits and their determinants, as is done in other models, and takes into account management competencies and organizational capacities that are required to conform to cultural traits, to achieve innovative behavior on the part of the individuals of the organization.

Condiciones para el aprendizaje organizacional y prácticas de gestión de innovación: un análisis en medianas empresas

“…Recientemente, la literatura destaca que la innovación abierta requiere el desarrollo de redes internas y externas para gestionar el conocimiento disponible en el entorno de la organización (Álvarez y Bernal, 2017). Adicionalmente, la cultura de innovación permite explorar nuevos conocimientos para innovar (Naranjo y Calderon, 2018;Hanifah et al, 2019;Ghasemzadeh et al, 2019;Dabić et al, 2019;Hanifah et al, 2020). Del mismo modo, la cultura de innovación está correlacionada con los componentes del capital intelectual (humano, estructural y relacional) y es determinante para el éxito de la empresa (Dabić et al, 2019;Hanifah et al, 2020).…”

The effects of IT use intensity and innovation culture on organizational performance: the mediating role of innovation intensity

“…However, for such discoveries and explorations to occur, employees must also work in an organizational environment that supports them in their innovative efforts (Ishak, 2017, Naranjo-Valencia andCalderon-Hern andez, 2018). Research suggests that, to generate promising innovations, organizations must, in addition to providing the necessary tools and knowledge, create a culture of innovation and allow employees to spend time and energy working on innovations.…”

Challenges and Skills of Leadership in the Development of a Culture of Innovation: A Literature Review

“…In this sense, leaders can review their performance in order to assume behaviors or execute practices that will favor the consolidation of a culture of innovation: clearly communicate the importance and what is expected from innovation [17,18]; promote openness to change and favor experimentation [2,19]; seek guidance for the external environment through social networks [20,17,19]; mitigate critical reactions and encourage the exploration of new ideas [2,19]; ask for and listen carefully to the followers´ contributions [17]; measure and reward innovation [2, 17,21,22]; challenge employees to constantly improve products and processes by taking risks [2, 17,23]; provide support for group work [14,23]; encourage the exchange of knowledge, including that obtained from errors and failures [2, 19,24]; tolerate failure considering it as a search for new opportunities [2, 19,24]; publicize the positive contributions of employees [2,21]; promote a conception of error as a learning opportunity [4]; encourage employee training [2,22] and take advantage of the knowledge and skills of those with more seniority and experience [2].…”